Replies and Critical analysis needed
John_matt
replies_needed.docxAlso, I will be attaching about three more replies by Friday. This work due by Saturday
Reply needed 1
Introduction
Cooperation in Cybersecurity helps to promote a healthy and robust internet. In the cyber world, there are no true boundaries. “Cyberspace has continued to expand beyond national borders, and its use and application by various entities have grown rapidly” (International Strategy, 2013). To sustain economic growth and innovation, cooperation is needed to protect the flow of information throughout all countries.
Reasons why Developing Nations Need to Invest
Developing countries lack a sophisticated cybersecurity framework to fight crime in the cyber world. “A strong cyber capacity is crucial for states to progress and develop in economic, political and social spheres” (Muller, 2015). As nations try to build e-commerce, the costs of attacks hurt their economies. Attacks complicate the efforts for government to reach out to the public to facilitate innovation and interaction. Additionally, developing nations are increasingly attacked by cyber attacks for the purpose of terrorism. According to Kurtenbach, “risks from terrorism increasingly are confined to poorer…” (Kurtenbach, 2015).
Risks to Wealthy Nations
Wealthier, nations have several reasons to provide support to developing countries. One, a number of attacks are increasing at a significant rate, and attackers are continuously attacking users of wealthier countries because of the higher payoff. “Wealthy nations face a high and fast-growing threat of cyberattacks…” (Kurtenbach, 2015). Cybercrime costs businesses and governments around the world over a trillion dollars annually. Additionally, global commerce thrives in a world when users trust the internet to make purchases. Two, the lack of a legal framework to go after cybercrime providers perpetrators a “safe haven” to operate in at they continue to attack richer nations (Cybersecurity: A Global, 2011). Three, malicious coding that starts in other countries will eventually make their way over to our shores. “Cyberspace crimes have impacted 431 million adult victims globally…”(Cybersecurity: A Global, 2011).
References
Cybersecurity: A global issue demanding a global approach | UN DESA | United Nations Department of Economic and Social Affairs. (2011, December 12). Retrieved July 19, 2016, from http://www.un.org/en/development/desa/news/ecosoc/cybersecurity-demands-global-approach.html
International Strategy on Cybersecurity Cooperation - j-initiative for Cybersecurity - [PDF]. (2013, October 2). Information Security Policy Council Japan. Retrieved July 19, 2016, from https://www.unodc.org/
Kurtenbach, E. (11, June 11). Report says rich nations face rising risks of cyberattacks. Retrieved July 19, 2016, from http://www.thejakartapost.com/news/2015/06/11/report-says-rich-nations-face-rising-risks-cyberattacks.html
Muller, L. (2015). Cyber Security Capacity Building in Developing Countries: Challenges and Opportunities [PDF]. Norwegian Institute of International Affairs. Retrieved July 19, 2016, from https://brage.bibsys.no/
Reply needed 2
a) What type of organizational culture might inhibit whistle blowing? Why?
An organization that might inhibit whistle blowing, is a company who has complete disregard for its employees concerns and well-being. Also is a company in which that has probably some ties in with some illegal, unethical or immoral processes with its current business. Therefore, the company might not educate their employees on reporting processes, ignore them, and discourage it at all costs.
b) What should a project manager do to encourage his project team's willingness to report project problems?
The greatest of all PMs would define a channel with project members about policies that involve project reporting, and any reporting’s dealing with projects and employees. The policies would be well outlined that also notifies and clearly identifies the rights and protections a whistle blower would have. While an open door policy is always encouraged, PM’s should build a positive relationship with project team members to ensure that those project members would never feel discouraged or intimidated by the PM.
c) How can a project manager effectively report project problems to the sponsor, stakeholders, and senior management? What techniques might the PM use?
Effective project reporting to the sponsors, senior management and stakeholders would involve the project manager gathering all evidence and knowledge of the issue. This would give the PM enough knowledge to help the PM in reporting those issues while properly educating the senior members of a project. This could and would result in an enhanced educated decision making process that would benefit the entire project, and effectively strike the issue at its core.
If you have not worked for an organization that had internal auditors, Inspectors General (IGs), or other internal inspectors then skip to Part E, below. If you have worked for such an organization, then answer Part D:
Yes, I have worked for such an organization.
d) If you have worked for an organization that had internal auditors, IGs, or inspectors, were they effective? Were they welcome? What, in your experience, was done well and what was done poorly with such internal auditors and inspectors?
To answer this fairly, they were effective in ensuring that issues were solved, they were never welcomed to the unit, whatsoever. However, as a Specialist in the US ARMY, I had a very problematic issue with the finance department, long story short, the finance department were unwilling to help me and play the “we know it all card. I reported it to the IG office, the SFC there was unable to find the army regulation on the issue, and I as SPC with a little under 3 years of service, found the regulation, presented it to the IG, they reported it up to a General who came down from his home station to make sure that the issue was resolved. Was the issue corrected? Yes, was IG effective? That’s a 50/50 answer, due to it taking me to find the regulation for the IG NCOIC (Non-Commissioned Officer In Charge). I felt as if the IG office, my unit and the finance office were up to something, but they had no other choice but to “do the right thing” and fix the issue, since the regulation was brought to their desks.
e) If you have not worked for an organization that had internal auditors, inspectors, or IGs, do you think it would be beneficial, detrimental, or problematic? Why?
IG offices can be proven to be all three to an organization. They can assist employees in distress and who need help, or to ensure that business processes are ethical and lawful, they can damage a departments reputation due to a small percentage who would cry wolf, and problematic. Again they all three can occur but, a very useful and needed tool in any organization. As long as operational and senior leadership ensure that their business process are executed with the best industry practices ethically morally, and legally, no organization should fear the IG’s knock.
Reply needed 3
a) What type of organizational culture might inhibit whistle blowing? Why?
“According to Robert E. Quinn and Kim S. Cameron at the University of Michigan at Ann Arbor, there are four types of organizational culture: Clan, Adhocracy, Market, and Hierarchy.” (Tipster, 2013) The Clan structure is family oriented and unlikely to discourage whistle blowing, as that would mean they had someone doing something dishonest within the family. The Adhocracy culture takes a lot of risks in order to be the leader in their field, they would likely discourage any reports that might slow them down. The Market structure focuses on getting things accomplished and would also likely discourage whistle blowing if it would hinder a deadline. The Hierarchy structure is about doing things the proper way and would probably not hinder whistle blowing, as they come across as doing things by the book. (Tipster, 2013)
b) What should a project manager do to encourage his project team's willingness to report project problems?
A project manager should let employees know that there will be no retribution for reporting problems. They should also make it clear that it is better to catch problems early as they can be more easily mitigated. Additionally, an employee that has been prudent enough to catch an issue would be praised for their diligence.
c) How can a project manager effectively report project problems to the sponsor, stakeholders, and senior management? What techniques might the PM use?
A project manager should take any reported information down in writing. He should make sure he has specifics of the problem, and he should then gather as much information as possible on the problem before reporting to the sponsor or stakeholders. Telling upper management that there is a problem without having all the details could make the sponsor lose faith in the project team. The project manager should also make sure he has several options for mitigating or solving the problem before reporting to the sponsor, so that he or she knows what their options are.
d) If you have worked for an organization that had internal auditors, IGs, or inspectors, were they effective? Were they welcome? What, in your experience, was done well and what was done poorly with such internal auditors and inspectors?
In the past, I have worked for several organizations that had internal inspectors. Generally, they were well accepted by those who had done their jobs properly. Those who had cut corners tended to talk badly about the inspectors and had to spend an immense amount of time preparing before inspection time. I believe the point of inspectors is to make sure that things are running smoothly. However, at my organization, employees are warned that an inspection is coming fairly far in advance. This gives people plenty of time to correct problems that shouldn’t have been there to begin with. An inspector should be able to see the true situation in an organization, not an overly prepared cover up. If employees always know they’ll have time to get their files in order, instead of maintaining them daily like they should, it doesn’t improve the organizational situation.
Tipster. (2013, May 14). 4 Types of Organizational Culture. Retrieved from ArtsFwd: http://artsfwd.org/4-types-org-culture/
Reply needed 4
1. a. What type of organizational culture might inhibit whistle blowing? Why?
Whistle blowers are employees who believe they are bringing wrongdoing at their own organizations to the attention of superiors (Ravishankar, 2003). An ethical culture is necessary to manage and prevent whistleblowing (Lachman, 2008). Many times, whistleblowing is the result of an organizational culture that lacks accountability for its stated values. There are many things that prevent whistleblowing including a lack of confidence in existing reporting systems. Whistleblowing can be discouraged and even punished when the image of the whistleblower is perceived as “disloyal” to the organization, posing the risk of normalizing wrongdoing and ultimately deceiving the public interest.
1. b. What should a project manager do to encourage his project team's willingness to report project problems?
Getting candid opinions or reports from direct reports or team member can be difficult. No one wants to upset the boss. Inaccurate updates on how project are faring are the reason many don’t turn out as expected. Cultivating an open environment is tough as most folks are wired to be conservative (Knight, 2014). Using one-on-one casual conversations to allow people to have more ways to express their views has potential. Going out and asking the opinion leaders for feedback has merit. The PM should pay close attention to the gaps between the issues raised verses the issues brought up in team meetings. The difference may be the things really bothering the team. Being willing to take issues up the chain and take risks with your boss can send a message to others who can do the same (Knight, 2014). Also folks realize if they are will to stick their neck out, the PM will try and get something done. Encouraging all members of the team to have ownership in the success and motivate them to help improve areas of concern. Offering regular updates on the organization financial picture will help all comprehend what’s working and what is not – including your own errors in judgement. In team meetings, one person can be the issue source and rotate the duty around the team. Building consensus around the problems and ask how we can deal with the challenges together will help build the team. Building trust by communicating with the team can help. Admitting you know everyone makes mistakes, including you, and you need their feedback to learn. Learn to ask for feedback on a regular basis. Showing you can receive feedback and can change or work the situation encourages more people to give constructive feedback. Encourage feedback by giving it.
1. c. How can a project manager effectively report project problems to the sponsor, stakeholders, and senior management? What techniques might the PM use?
Communication is one key element which has to be applied effectively throughout a project life-cycle. Getting an early handle on minor issues before they become big issues is key to addressing problems. If the PM is not bringing up tough topics with his manager, he probably cannot expect the same from the team. Typically, the higher up in the organization you get, the less likely you’ll receive constructive feedback on your ideas, performance, or strategy (Gallo, 2012). No one wants to offend the boss or management. Many in management have problems accepting negative feedback. It’s human to feel bad when people criticize but feedback allows learning. Being prepared with examples of the problems or issues can help management understand and concrete examples or number provide further insight. Different stakeholders can have diverse expectations and communication can help to provide better understanding and insight. Many executives expect employees will speak up when they see problems (Keil, Smith, Iacovou, & Thompson, 2014). Unfortunately, that is a naïve assumption.
If you have not worked for an organization that had internal auditors, Inspectors General (IGs), or other internal inspectors then skip to Part E, below. If you have worked for such an organization, then answer Part D:
1. d) If you
have
worked for an organization that had internal auditors, IGs, or inspectors, were they effective? Were they welcome? What, in your experience, was done well and what was done poorly with such internal auditors and inspectors?
2. e) If you have not worked for an organization that had internal auditors, inspectors, or IGs, do you think it would be beneficial, detrimental, or problematic? Why?
Management controls or internal control includes the plan of organization, methods and procedures adopted by management to meet its goals, objectives, and mission (Broek, 2016). Internal controls can also act as a first line of defense in fraud and violations of regulations, laws, and provisions of contracts and agreements. Stated simply, internal audit is responsible for monitoring the effectiveness of the internal control processes established by management.
It can help an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve areas such as risk management and control and governance processes. According to the Institute of Internal Auditors “internal audits are an independent, objective assurance and consulting activity designed to add value and improve an organization’s operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes” (Gray, 2014). Internal auditors take a broad view and their focus includes not only past information but also the current operational objectives and future risk mitigation and organizational success. The internal function provides significant benefits and can aid an organization in protecting against both current and emerging risks, such as newer technologies.
References
Broek, R. J. (2016). The Benefits of the Internal Audit. Retrieved July 18, 2016, from Wothum Audit Tax Advisory: http://www.withum.com/kc/benefits-internal-audit/
Gallo, A. (2012, May 15). How to Get Feedback When You’re the Boss. Retrieved July 18, 2016, from Harvard Business Review: https://hbr.org/2012/05/how-to-get-feedback-when-youre
Gray, K. (2014, September 30). The Benefits of Outsourcing Internal Auditing. Retrieved July 18, 2016, from Lower Risk Group: http://www.lowersriskgroup.com/blog/2014/09/30/outsourcing-internal-auditing/
Keil, M., Smith, H. J., Iacovou, C. L., & Thompson, R. L. (2014, March 18). The Pitfalls of Project Status Reporting. Retrieved July 18, 2016, from MIT Sloan Management Review: http://sloanreview.mit.edu/article/the-pitfalls-of-project-status-reporting/
Knight, R. (2014, October 14). How to Get Your Employees to Speak Up. Retrieved July 18, 2016, from Harvard Business Review: https://hbr.org/2014/10/how-to-get-your-employees-to-speak-up/
Lachman, V. D. (2008, August). Whistleblowing: Role of Organizational Culture in Prevention and Management. Retrieved July 18, 2016, from Medscape: http://www.medscape.com/viewarticle/582796
Ravishankar, L. (2003, February 4). Encouraging Internal Whistleblowing in Organizations. Retrieved July 18, 2016, from Santa Clara University: https://www.scu.edu/ethics/focus-areas/business-ethics/resources/encouraging-internal-whistleblowing/
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